Abstract
The chapter discusses the principles developed within the discipline of change management. The methods have been developed by large firms, their consultants, and researchers, in order to make sure that large transformation projects meet the goals of time, budget, and results. Among the aspects discussed are the psychology of change, where organizations often lose morale as employees realize the magnitude and complexity of the tasks facing them. Resource consumption is also likely to increase as the development of circular systems creates a set of new systems that are going to work in parallel with existing linear ones. The need to run two sets of systems will remain throughout the transformation. In order to realize savings, linear systems need to be dismantled as soon as possible.
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Ruttan , Vernon W.—Is War Necessary for Economic Growth?, pp. 7–8.
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Weiss, Charles & Bonvillian, William—Structuring an Energy Technology Revolution, pp. 7–12.
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Weiss, Charles & Bonvillian, William—Structuring an Energy Technology Revolution, p. 13.
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The field of change management has developed as an off-shoot from the fields of business strategy management and project management. There is a vast literature and a large number of consulting firms that specialize in leading change projects in companies and public organizations, applying the numerous tools and principles.
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The “Earth Overshoot-day” happened on the 2 August 2017. In 2016 the date was set on 8 August.
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One of the pioneers of this school is Professor Jay Barney, laid the foundation of this view in the article Firm Resources and Sustained Competitive Advantage in 1991.
References
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.
Ruttan, V. W. (2006). Is War Necessary for Economic Growth? Oxford: Oxford University Press.
Weiss, C., & Bonvillian, W. B. (2009). Structuring an Energy Technology Revolution. Cambridge: Massachusetts Institute of Technology.
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Larsson, M. (2018). Managing Change. In: Circular Business Models. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-71791-3_8
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DOI: https://doi.org/10.1007/978-3-319-71791-3_8
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